Transforming the HRM vision into reality

Author:

Cunningham Ian,Hyman Jeff

Abstract

Line managers and supervisors have a prime role in ensuring the success of performance outcomes under HRM. They are required to take on new people management roles, whether it be through a style which is “hard” and control centred or more “soft” and facilitative. Presents findings from an in‐depth study of 45 establishments. Highlights concerns over whether line managers and supervisors are sufficiently competent to take on demanding roles required under change programmes, and the difficulties in attempting to transfer an HR vision, which is senior management‐led, down to the line.

Publisher

Emerald

Subject

Organizational Behavior and Human Resource Management,Industrial relations

Reference27 articles.

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2. Arthur, M. (1994), “Rover managers learn to take a back seat”, Personnel Management, Vol. 26. No 10, October, pp. 58‐61.

3. Bevan, S. and Hayday, S. (1994), Helping Managers to Manage People, Institute of Manpower Studies, BEBC Ltd, Poole, Dorset.

4. Blyton, P. and Turnbull, P. (1992), Reassessing Human Resource Management, Sage , London.

5. Cunningham, I., Hyman, J. and Baldry, C (1994), “Empowerment: the power to do what?”, paper to Nottingham Business School Conference – Empowerment, Diversity and Control, Nottingham, UK, pp. 1‐23.

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